3ie Grantees Communication for

Policy Influence ClinicNegombo 16th – 18th July 2012

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Theory of ChangeAn on-going process of reflection

• to explore change and how it happens• and what that means for the part we

play in a particular context or sector

Agenda for the session

• Presentations from participants (25 minutes)• Some more on theory of change (15 minutes)• A group exercise to develop a theory of change (45

minutes)• LUNCH (think about implications for own PiPs)• Feedback after lunch (30 minutes)

Presentations by participants

• Smitri and Rithambhara: The Impact Of Mother's Literacy And Participation Programs On Child Learning and Discussion

• Shahid: Index insurance in Gujarat

5

Where has it come from

• People have long explored theories of social change• Evaluators pushing for more explicit analysis of how

change happens• Increasing pressure from donors to articulate long

term impact• NGOs and research organisations encouraged to focus

on change beyond activity

6

What are the benefits?

1. Common understanding2. Clarity and effectiveness3. Monitoring and evaluation4. Partnership5. Organisational development6. Reporting framework7. Empowerment

7

A good theory of change process…

• Think openly about how change happens• Draw on wider learning from many others• Change and actor focussed not just activities and

outputs• Acknowledge that not everything can be captured• Based on on-going learning

Source:

8

A good theory of change process…

• Covers:– Context for change– Organisational contribution to change– Application of theory of change

• Articulated using diagram or narrative• Work out the implications for project and organisation

Goal (Beneficiaries)

Management, inputs

Project Management (Budget, HR, Organisational Practices)

Purpose (Policy Influencing Objectives)

Output 2Target or audience

Output 3Target or audience

Approaches or Activities 1 Activities 2

Output NActions of actors not targeted by DFID

Activities A-Z from other actors

Output 1DFID

Activities A-Z from other actorsStra

tegy

Objectives

9

Tools to develop theory of change

The political context – political and economic structures and processes, culture, institutional pressures, incremental vs radical change etc.

The evidence – credibility, the degree it challenges received wisdom, research approaches and methodology, simplicity of the message, how it is packaged etc

External Influences Socio-economic and cultural influences, donor policies etc

The links between policyand research communities – networks, relationships, power, competing discourses, trust, knowledge etc.

10

Short exercise

Exercise

• Each table, 1 policymaker and researcher counterpart to volunteer

• Policymaker will map out channels• Researcher will ask questions• Others ask questions and discuss • Think about the implications of this for your own policy

influencing plans(45 minutes)

12

Feedback

• What were the results from the exercise?• What lessons are there from doing it?• Has this exercise helped you to review your own policy

influencing plans • Do you have any emerging ideas for evolving them, or

for applying the theory of change approach more systematically as you develop them?

ODI is the UK’s leading independent think tank on international development and humanitarian issues. We aim to inspire and inform policy and practice to reduce poverty by locking together high-quality applied research and practical policy advice.

The views presented here are those of the speaker, and do not necessarily represent the views of ODI or our partners.

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